日清工作法在绩效管理中运用的约束条件

摘    要
海尔创造性地将绩效管理与日清工作法相结合，打造了高效的本土化的OEC管理。然而其他企业在效仿过程中却遇到了障碍，说明要使日清充分发挥作用，需要解决由内到外许多问题。
本文首先从中国传统文化着手，追溯日清工作法的传统文化基因，学习和理解道儒法家思想在现代企业管理中的运用。道家将有形化为无形，熏陶人的思想；儒家将无序化为有序，教化人的日常行为；法家则从有序上升到体系，提倡制度化管理。三者各有千秋，相辅相成，对企业管理提出了许多启示。
其次，本文结合Goldratt的约束理论，在对雪花啤酒有限公司推行日清工作法时发挥的作用以及遇到的问题进行分析的基础上，找出五个日清工作法在绩效管理中的约束条件，包括领导的个性、态度及执行力，行业与岗位性质的差异，员工的习惯、态度与责任心，基础环境以及其他问题。
在古今中外管理思想的引领下，我们基于传统文化基因，找出日清工作法的约束条件并加以改进，创新国人自己的执行工具，提升中国企业的管理水平，为中国本土化管理模式吹响号角。

关键词：日清工作法；绩效管理；中国传统文化；约束条件

ABSTRACT
Haier creatively combined performance management with OEC, and created a highly efficient management of the localization. However, many enterprises met obstacles while imitating Haier, which means that the enterprises need to resolve many problems enabling OEC to play a full role.
The paper first proceeds from Chinese traditional culture, and traces the traditional culture genes, learning and understanding the implementation of Taoism, Confucianism and Legalism in modern enterprise management. Taoism influences things visible into invisible, affecting people’s thinking; Confucianism influences things disorderly into orderly, guiding one’s daily behavior; Legalism influences things orderly into systematic, promoting systematized management. These three have their own merits each and supplement each other, putting forward a number of enlightenment.
Secondly, integrating with the theory of constraints by Goldratt, on the foundation of analyzing the effect of using OEC and the problems encountered in Redrock Group, the paper discover five constraints in using OEC in performance management, including the leader’s character, attitude and execution, differences of industry nature and position trait, staff’s habits, attitudes and sense of responsibility, fundamental environment and other issues.
In the guidance of Chinese and foreign management thinking of ancient and modern, based on our traditional culture gene, we identify and improve the constraints, innovate our Chinese own implementation tool, raise the level of enterprise management, sounding the clarion call of Chinese localized management model.

Keyword: OEC; Performance management; Chinese ancient culture; Theory of Constraints

目    录
导言-------------------------------------------------------------------1
国门洞开，迎来八方思想-------------------------------------------------1
土洋结合，方能开花结果-------------------------------------------------1
成功之作——海尔OEC管理法----------------------------------------------2
海尔秘方——结合文化基因-----------------------------------------------2
不做东施——探索约束条件-----------------------------------------------3
相关概念与理论综述-----------------------------------------------------4
绩效管理---------------------------------------------------------------4
绩效管理PDCA循环-------------------------------------------------------5
短间隔监控-------------------------------------------------------------5
日清工作法-------------------------------------------------------------6
约束理论---------------------------------------------------------------7
研究一：日清工作法的中国传统文化基因-----------------------------------8
道家：《道德经》-------------------------------------------------------8
领导修养---------------------------------------------------------------8
道法自然---------------------------------------------------------------9
无为之道---------------------------------------------------------------9
儒家：《论语》---------------------------------------------------------9
领导修养--------------------------------------------------------------10
无为而治--------------------------------------------------------------10
自约自检--------------------------------------------------------------10
法家：《韩非子》------------------------------------------------------11
制度管理--------------------------------------------------------------11
用人之道--------------------------------------------------------------11
小结------------------------------------------------------------------12
研究二：日清工作法的约束条件——案例分析------------------------------13
雪花啤酒有限公司——案例企业背景--------------------------------------13
研究过程的阐述与分析框架的提出----------------------------------------14
研究过程--------------------------------------------------------------14
分析框架--------------------------------------------------------------14
日清工作法约束条件的具体分析------------------------------------------15
约束条件一：领导的个性、态度及执行力----------------------------------15
约束条件二：行业与岗位性质的差异分析----------------------------------18
约束条件三：员工的习惯、态度与责任心----------------------------------20
约束条件四：基础环境的创造--------------------------------------------23
约束条件五：其他问题--------------------------------------------------24
案例总结--------------------------------------------------------------26
总结与展望------------------------------------------------------------30
致谢------------------------------------------------------------------31
参考文献--------------------------------------------------------------32
附录------------------------------------------------------------------34